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Incorporating Whole of Government, Whole of Society strategies in Malaysia to manage health threats

The Covid-19 pandemic, declared a global health emergency by the World Health Organisation (WHO) in early 2020, challenged health systems across the world. For Malaysia, it was the most significant communicable disease epidemic since the Spanish Flu, Nipah virus, and SARS outbreaks.

This led to the first nationwide enforcement of the Prevention and Control of Infectious Diseases Act (Act 342), compelling the country to adopt a Whole of Government (WoG) and Whole of Society (WoS) approach, collectively known as WoGoS.

This strategy aimed to mobilise coordinated actions across government sectors, private entities, and civil society to manage the pandemic’s complex challenges. This article evaluates the effectiveness of these strategies, focusing on health outcomes, economic stability, and public trust, and draws comparative insights from Singapore, South Korea, and New Zealand.

Global health threats like Covid-19 demand a coordinated response that extends beyond traditional governmental roles. The WHO’s International Health Regulations emphasise the importance of global collaboration and comprehensive preparedness in managing national health security.

In Malaysia, the WoG approach enhanced coordination between government agencies, while the WoS strategy brought NGOs, private companies, and the public into the response effort. These combined efforts aimed to create a more agile and resilient system, but questions remain about the overall effectiveness when compared to the approaches of other nations.

Malaysia’s response during the pandemic was led by the National Disaster Management Agency (NADMA) and the National Security Council (NSC). These agencies facilitated collaboration between various governmental bodies. The implementation of Movement Control Orders (MCOs) helped reduce the spread of the virus. Health campaigns promoted mask-wearing, social distancing, and vaccinations nationwide. However, Malaysia’s decentralised governance system caused inconsistencies in the enforcement of MCOs across different regions, revealing challenges in maintaining uniformity during a health crisis.

In contrast, Singapore’s centralised command structure, led by a Multi-Ministry Taskforce, ensured smooth coordination across all sectors. Aggressive testing, rapid vaccine distribution, and technology, such as the TraceTogether app, were pivotal to their success. However, an outbreak in migrant worker dormitories revealed a gap in inclusivity.

Similarly, South Korea’s response relied on extensive testing, contact tracing, and quarantine measures supported by advanced technology. Public trust was a crucial factor in South Korea’s success, strengthened by transparent communication from the government. Meanwhile, New Zealand’s strategy of strict, early lockdowns and robust contact tracing significantly minimised the virus’s impact. Their elimination strategy and strong economic support contributed to the country’s successful management of the pandemic.

In Malaysia, the response highlighted the importance of multi-agency collaboration, technological integration, and public-private partnerships. For example, the MySejahtera app facilitated contact tracing, and public-private partnerships helped ensure the supply of personal protective equipment (PPE). However, issues such as data privacy concerns and unequal resource distribution emerged, prompting the establishment of the Greater Klang Valley Special Task Force (GKVSTF) to centralise the allocation and use of resources.

The outcomes of Malaysia’s WoGoS strategy were mixed. In terms of health, infection and mortality rates improved over time, largely due to MCOs and public health measures. Economically, stimulus packages helped stabilise key sectors. Public trust was maintained through clear communication and public service announcements, although misinformation on social media did hinder efforts at times.

To improve Malaysia’s WoGoS strategies in future health crises, several recommendations can be made. First, centralised coordination and inter-agency collaboration need to be strengthened. Establishing a more cohesive command structure will reduce inconsistencies and ensure a uniform response. Conducting regular joint exercises and simulations can improve communication and readiness.

Second, enhancing public communication and community engagement is essential. A comprehensive communication strategy using digital platforms, traditional media, and community outreach will ensure that information reaches all demographic groups. Engaging civil society organisations and community leaders can further build public trust and participation.

Additionally, Malaysia should expand its use of technology in public health responses. Advanced digital tools for contact tracing and vaccination tracking systems should be integrated while ensuring data privacy. Leveraging artificial intelligence for predictive modelling and risk assessments will enhance public health management. Inclusivity and equity must also be prioritised in health responses. Addressing disparities in healthcare access for marginalised groups and implementing targeted support programmes for vulnerable populations will promote more equitable health outcomes.

Establishing robust monitoring and evaluation mechanisms is another key recommendation. A system that tracks health, economic, and social indicators will guide future policy decisions and identify areas for improvement. Regular feedback from healthcare professionals, public health experts, and community representatives will ensure continuous improvement of interventions.

Finally, Malaysia should adopt a proactive stance in addressing emerging health threats. Strengthening surveillance systems and engaging civil society and private sector partners will build resilience against future pandemics.

The Covid-19 pandemic underscored the importance of the Whole of Government and Whole of Society strategies in managing health threats. Malaysia’s WoGoS strategy showed strengths in multi-agency collaboration and public-private partnerships, but areas for improvement, particularly in coordination, communication, and inclusivity, remain. Insights from Singapore, South Korea, and New Zealand highlight the need for strong leadership, effective use of technology, and public trust to achieve successful outcomes.

By refining its WoGoS strategies and addressing key gaps, Malaysia can strengthen its national health security framework and contribute to global pandemic management efforts.

Datin Dr Rafidah Dahari is a senior officer at the Ministry of Defence and is currently attending the National Security Course at the National Resilience College, PUSPAHANAS, Putrajaya.